Management of Services and Technology
Accreditations
Programme Structure for 2024/2025
Curricular Courses | Credits | |
---|---|---|
Capital Investment Appraisal
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Strategy and Corporate Development
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Innovation Management
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Operations Management
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Simulation of Systems and Operations
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Supply Chain Management
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Operations Management in Service
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Technology Management
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Research Seminar in Management of Services and Technology
6.0 ECTS
|
Parte Escolar > Mandatory Courses | 6.0 |
Dissertation in Management of Services and Technology
54.0 ECTS
|
Final Work | 54.0 |
Business Problem in Management of Services and Technology
54.0 ECTS
|
Final Work | 54.0 |
Capital Investment Appraisal
In the end of this learning unit's term, the student should:
- Be able to develop a business plan for a new venture,from inception of the idea to harvesting of the investment;
- Understand the interrelationships between financing decisions and other aspects of new venture strategy;
- Identify the financing sources available to a new venture and their basic attributes, including venture capital;
- Be able to analyse an innovative investment project in the firm and in the national economy points of view, considering multiple decision aspects.
1. Financial appraisal of innovative projects
1.1. Business Plan of innovative projects. Structure and main elements.
1.2. Financial evaluation of new venture projects. Evaluation criteria.
1.3. Analysis of uncertainty and risk of investment projects. Sensitivity analysis. Decision trees. Alternative strategies.
1.4. New venture financing. Financing circuit. Funding sources for innovative projects. Venture capital.
2. Project appraisal from the point of view of the national economy
2.1.Multiple criteria. Investment incentives systems.
2.2. Public policies for innovation and internationalization.
2.3. Economic Effects method.
There are three assessment components in this learning unit:
(1) Case project with 40% weight in the total assessment of the UC;
(2) Class attendance and participation and preparation of a list of problems with 20% weight.
(3) Final exam with a weight of 40%
The students that, in this learning unit, have a final grade equal or above 16 points may have to do an oral examination, in order to defend the grade obtained.
Title: - European Commission, DG Reg. Policy, "Guide to Cost-Benefit Analysis of European Commission, DG Reg. Policy.
- K. Örtengren, "A summary of the theory behind the LFA method - The Logical Framework Approach", SIDA, Development Unit.
- European Commission, "ECOFIN Manual - Financial and economic analysis of development projects", An. C3 - Analysis of the effects on the economic objectives
Cap. 2
- Brealey, R. e Myers, S., Allen, "Princípios de Finanças Empresariais", McGraw-Hill Portugal (2007) (Edição original "Principles of Corporate Finance", 10ª Ed. (2011))
- Smith, R. L., Smith, J. K. E Bliss, R. T., "Entrepreneurial Finance, Strategy, Valuation, and Deal Structure", Stanford University Press (2011)
- Leach, J. C. e Melicher, R. W., "Entrepreneurial Finance, Cengage Learning (2011)
- Duarte, C. e Esperança, J. P., "Empreendedorismo e Planeamento Financeiro", Sílabo (2012)
- Esperança, J. P. e Matias, F., "Finanças Empresariais", Dom Quixote (2009)
Cap. 1
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Title: Não existe
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Strategy and Corporate Development
LG 1 - To develop some of the concepts underlying the strategic management process and understand the ways different theoretical perspectives approach this process.
LG 2 - To understand and apply the concept of dynamic capabilities and its approach to strategy
LG 3 - To introduce some of the concepts underlying the development of competitive and corporate strategies
LG 4 - To understand the importance of implementation and control in the process of strategic management
LG 5 - To develop critical thinking
LG 6 - To have autonomy to plan their own learning processes in order to deep their knowledge in this area of study.
1. Fundamentals of strategy
2. The strategic management process: New trends
3. Internal analysis of the organisation
4. External environment analysis
5. Business Strategies
6. Corporate Strategies
7. Strategy Implementation
8. Strategic Control
Option 1 (Continuous Assessment)
i. Individual Written Test 50%
ii. Group Assignment 40%
iii. Seminar Report 10%
To successfully complete the course, students must obtain a weighted average of 10 points or more, with at least 8 in the test and in each component of the continuous assessment.
Option 2 (Final Exam)
To pass: 10 or more points
Title: Stadler, C., Hautz, J., Matzler, K. & Friedrich von den Eichen, S. (2021) Open Strategy: Mastering Disruption from Outside the C-Suite. Cambridge, MA: The MIT Press.
Pearce, J. & Robison, R. (2013) Strategic Management, 13th Edition, MacGraw-hill Higher Education.
Grant, R. (2018) Contemporary Strategy Analysis (10th edition), Wiley.
Barney, J. & Hesterley S. (2019) Strategic Management and Competitive Advantage: Concepts and Cases, 6th Edition, Pearson.
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Title: Teece, D., Pisano, G. & Shuen, A. (1997) Dynamic capabilities and strategic management. Strategic Management Journal , 18(7), pp. 509-533.
Riviere, M. & Suder, G. (2016) Perspectives on strategic internationalisation: developing capabilities for renewal. International Business Review, 25(4), pp. 847-858.
Prange, C. & Verdier, S. (2011) Dynamic Capabilities, internationalisation processes and performance. Journal of World Business, 46(1), pp. 126-133.
Gebauer, H. (2011) Exploring the Contribution of management innovation to the evolution of dynamic capabilities. Industrial Marketing Management, 40(8), pp. 1238-1250.
Eisenhardt, K. & Martin, J. (2000) Dynamic Capabilities: what are they? Strategic Management Journal, 21 (10-11), pp. 1105-1121.
Cardeal, N. & António, N. (2012) Valuable, rare, inimitable resources and organisation (VRIO) or valuable, rare, inimitable resources (VRI) capabilities: what leads to competitive advantage? African Journal of Business Management, Volume 6, nº 37, pp. 10159-10170.
Breznik, L. & D. Hisrich, R. (2014) Dynamic Capabilities vs. innovation capability: are there related? Journal of Small Business and Enterprise Development, 21(3), pp. 368-384.
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Innovation Management
This course prepares you to:
LG1. Turn ideas into innovative products, services or processes;
LG2. Manage the life cycle of innovations and predict innovation diffusion;
LG3. Draft innovation strategies that spur innovation across business processes;
LG4. Design and create innovative products, services or processes.
1. Introduction and drivers of innovation
2. The adoption of innovations
3. The Fuzzy Front-End - Creativity
4. The Fuzzy Front-End - Idea management
5. Strategy - Innovation strategy
6. Execution - Implementing innovation
7. Technology - Driver of innovation
8. The technology of the future - use cases for Robotics, AI, IoT, blockchains, and more
9. The future of technology - is technology a threat to our jobs?
Option 1: Continuous evaluation
I. Assessment in class (40%):
- Attendance (30%)
- Case studies resolution (70%)
II. Individual, written exam (60%)
Pass: 10 v.
Option 2: Evaluation by exam
Final Exam (100%).
Title: - Furr N. & Dyer J. (2014) The Innovators? Method: Bringing the Lean Start-up into Your Organization
- Christensen C. (2015) The Innovators? Dilemma: When New Technologies Cause Great Firms to Fail (Management of Innovation and Change)
- Schilling, M. (2016). Strategic Management of Technological Innovation (Irwin Management). McGraw-Hill Education.
- Davila, T., Epstein, M., Shelton, R. (2012). Making Innovation Work: How to Manage It, Measure It, and Profit from It.
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Title: - Eric Ries, The Lean Startup
- Steve Blank & Bob Dorf. The Startup Owner's Manual
- Alexander Osterwalder et al. Business Model Generation,
- Malcolm Gladwell. Outliers: The Story of Success.
- Malcolm Gladwell. The Tipping Point: How Little Things Can Make a Big Difference.
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Operations Management
LG1: Control the materials resources needed by the processes
LG2: Plan the utilization of resources needed by the processes to satisfy customers? needs.
LG3: Support the planning and control of operations using as a basis different tools and methods.
S1: Aggregate Planning
S2: Theory of Constraints
S3: Resource Planning: Master Production Schedule e Materials Requirement Planning
S4: Scheduling
S5: Queueing theory
OPTION 1: CONTINUOUS ASSESSMENT
1. Participation in class (Attendance >= 80%): 10%
2. Groupwork and discussion: 30%
3. Individual end-of term test: 60%
Average passing grade is 9.5 points, with at least 7.5 points (out of 20) in each component.
OPTION 2: FINAL EXAM
Individual end-of-term exam: 100%
A positive evaluation means a grade of 9.5 or above (out of 20).
Title: ? Krajewski, L.J., Malhotra, M.K. (2022) Operations Management ? processes and supply chains, 13th Edition, Pearson
? Heizer, J., Render, B., Munson, C. (2020) Operations Management: Sustainability and Supply Chain Management, 13th Edition, Pearson
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Title: ? Slack, N., Brandon-Jones, A. e R. Johnston (2019) Operations Management, 9th Edição, Pearson
? Carvalho, J.C. et al. (2010) Logística e Cadeia e Abastecimento, Edições Sílabo
? Jacobs. F.R. e R.B. Chase (2014) Operations and supply chain management, 14ª Edição, McGraw-Hill.
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Simulation of Systems and Operations
At the end of the module, it is intended that students should be able to:
LG1: Model the problems under study;
LG2: Integrate other skills;
LG3: Apply the simulation analysis to trace out the implications and consequences of a proposed system or course of action.
LG4: Propose solutions based on the results.
1. Overview
1.1. What is Simulation?
1.2. Why use Simulation?
1.3. Simulation Process
1.4. Concepts in Simulation
1.5. An Example
2. The Role of Statistics in Simulation
2.1. Some Probability Distribution Laws
2.2. Statistical Inference
2.3. Applications of the Central Limit Theorem
3. Introduction to SIMUL8
3.1. Overview
3.2. Basic Concepts
3.3. An Example based on a Generic Simulation Model
3.4. Improving the Graphical Appearance
3.5 Controlling the Simulation Experiment
3.6. Using Excel to Analyse Results
3.7. Variation in Simulation Experiments
4. Further Modeling Techniques
4.1. Priorities
4.2. Interruptions
4.3. Resources and Shifts
4.4. Routing
4.5. Labels
4.6. Visual Logic Programming Language
The evaluation system includes:
- Individual work on Probability and Statistics: 25%
- Up to four students Team Project: 25% Project Report; 50% individual assessment
The individual work consists in exercises solving. In individual assignments the students are asked to solve small problems using software tools. These grading system requires a rate of attendance to classes of at least 80%. Students failing this requirement do not get approval in the unit.
In this unit there is no written exam.
Title: [8] ---- SIMUL8: Manual and Simulation Guide, by SIMUL8 Corporation.
[7] Shalilker, J. & Suleman, A., Guia de Simulação Discreta por Computador usando SIMUL8, V2.1, 2017.
[6] Shalliker, J., An Introduction to Simulation in the Service Industry using SIMUL8 2009 (release 16), for SIMUL8 Corporation, 2009.
[5] Maguire, J.N., "Discrete Computer Simulation- Technology and Applications- The Next Ten Years," Proceedings of the Spring Joint Computer Conference, 815-826, 1972
[4] Fishwick, P.A., "Computer Simulation: The Art and Science of Digital World Construction", 1995.
[3] Brito, A. e Teixeira, J.M.F. Simulação por Computador, Publindústia, 2001.
[2] Banks, J., Carson II, J.S., Nelson, B.L., and Nicol, D.M. Discrete-Event System Simulation, Pearson Education Inc., 5th Edition, 2009.
http://home.ubalt.edu/ntsbarsh/simulation/sim.htm.
[1] Arsham, H., "The shortest Route to Applications", disponível na Internet através do endereço:
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Title: "Discrete Event Simulation with Application to Computer Communication Systems Performance: Introduction to Simulation", IFIP International Federation for Information Processing, Volume 157/2004, 271-304, 2004.
[3] Szczerbicka, H., Trivedi, K.S., and Choudhary, P.K.
[2] Brailsford, S., Churilov, L., and Dangerfield, B. (Editors), Discrete-Event Simulation and System Dynamics for Management Decision Making, Wiley, 2014.
[1] Concannon, K., Elder, M., Hunter, K., Tremble, J., and Tse, S., Simulation Modeling with SIMUL8, Visual Thinking International, 2007.
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Supply Chain Management
Students should be able to...
1. Understand the fundamentals of both Logistics and Supply Chain Management (SCM) and understand the main challenges of actual supply chains.
2. Review situations, apply relevant logistics
models and methods, and compare solutions
concerning...
a. independent demand inventory management systems
b. selective and repetitive cycles and value creation
c. procurement and outsourcing strategies
d. transportation, warehousing and information systems applied in Supply Chains
4. Apply theory to lab situations.
1. Logistics & Supply Chain Management
2. Selective and Repetitive Cycles; Value
3. Supply Chain Strategies
4. Technologies in SC's: Digital Supply Chains
5. Bullwhip Effect
6. Speed Challenge
7. Exercises and Cases
OPTION 1 (continuous evaluation):
1. Attendance >=80%
2. Workgroup & e discussão/individual grade: 50% (10% Speed Challenge; 10% Participation; 30% final case)
3. Exam: 50%
Final grade will be obtained by the average of the 2 components and should be higher or equal than 10,0 with a minimum of 7,0 in each component.
Option 2 (final exam):
Exam 100%
Title: Handouts of the course.
Christopher, M. (2016). Logistics & Supply Chain Management, 5th Edition, Financial Times Series.
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Title: Carvalho, J. (coord.) (2017). Logística e Gestão da Cadeia de Abastecimento. Edições Sílabo (2nd Edition)
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Operations Management in Service
By the end of the unit, students should be able to:
LG1.: Develop awareness of the characteristics of service and also skills of service thinking;
LG2.: Learn about opportunities offered by technology to improve productivity and value creation in service organizations;
LG3.: Understand service growth and expansion both domestically and internationally, and
to appreciate the entrepreneurial opportunities in service;
LG4.: Measure and control service and plan how it should be continuously improved.
S1) Introduction to what is Service and what we mean by service
S2) Back stage vs front stage, the theater metaphor.
S3) Design, mapping and analysis
S4) Breaking the trade-off efficiency-service. The Service concept;
S5) Innovation and business model innovation
S6) Service quality, capabilities and capacity management;
S7) Different logics in Service and smart services;
S8) How to measure the scaling and grow of the service process (a continuous process).
The evaluation process requires 90% rate of classe attendance and includes:
- Class participation, attendance and individual assignments (individual) (10%);
- Short cases and group assignments (group) (20%)
- Final case project (group)(20%)
- Written test (individual) (50%)
In order to succeed in continuous evaluation, students must score at least 8 points in each evaluation component and achieve a final mark of at least 10 points.
Title: - seminal articles to support each class.
- lesson slides;
- Johnston, R., Clark, G. and M. Shulver (2012), Service Operations Management - improving service delivery, 4th edition. Pearson. (textbook);
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Title: Journal of Marketing 52 (April), pp. 35-48.
Communication and Control Processes in the Delivery of Service Quality."
- Zeithaml, Valarie A., Leonard L. Berry, and A. Parasuraman. (1988).
Marketing Science, Vol. 44 (1), pp. 5-23.
Extension and Update of Service- Dominant Logic. Journal of the Academy of
- Vargo, Steven L. and Robert F. Lusch (2016). Institutions and Axioms: An
26(3), 145-152
service systems and service logic perspective. European Management Journal,
- Vargo, S., Maglio, P. and Akaka, M. (2008). On value and value co-creation: A
convergences of logics. Industrial Marketing Management, 37(3), 254-259.
- Vargo, S. and Lusch, R. (2008). From goods to service(s): Divergences and
Service Failure. Sloan Management Review, 40 (1), 75-88.
- Tax, Stephen S. and Stephen W. Brown (1998). Recovering and Learning from
949.
International Journal of Quality and Reliability Management, v. 22, n. 9, p. 913-
- Seth, N.; Deshmuhk, S. G.; Vrat, P. (2005). Service quality models: a review.
with services, Sloan Management Review, 45(2), 34-43.
- Sawhney, M., Balasubramanian, S. & Krishnan, V. K. (2004). Creating growth
Research, 15 (2), 182-98.
- Sampson, Scott (2012). Visualizing Service Operations. Journal of Service
Young University.
- Sampson, S. (2011). Introduction to PCN analysis. - Technical report - Brigham
30 (October), 32-36.
- Rathmell, John M. (1966), "What Is Meant by Services?" Journal of Marketing,
Business Model Harvard Business Review, (Jan.-Feb.).
- Ramon Casadesus-Masanell R. and Ricart, J.E. (2011). How to Design A Winning
3.
- Qiu, R. G. (2013). We must rethink service encounters. Service Science, 5(1), 1-
Encounter, Academy of Management Journal, 44(5), 1018-1027.
- Pugh, S. D. (2001). Service with a Smile: Emotional Contagion in the Service
Creation of Value,'' Journal of the Academy of Marketing Science, 36 (1), 83-96.
- Payne, Adrian, Kaj Storbacka and Pennie Frow (2008), ''Managing the Co-
Blueprinting, Journal of Service Research, 14, 180-200.
Service Design: From Customer Value Constellation to Service Experience
- Patrício, L., Fisk, R. P., Falcão e Cunha, J. & Constantine, L. (2011). Multilevel
(Spring), pp. 39-4.
Understanding Customer Expectations of Service. Sloan Management Review
- Parasuraman, A., Leonard L. Berry, and Valarie A. Zeithaml (1991).
overrated. International Journal of Service Industry Management, 19 (4), 441-457.
- Michel, S. & Meuter, M. L. (2008). The service recovery paradox: true but
frameworks and identifying issues for research, AMA conf. pp. 12.
- Meuter, M. L and Bitner, M. (1998). Self-service technologies: Extending service
(May).
- Magretta, J. (2002). Why business models matter. Harvard Business Review 6
(ed.) Special Issue Review of Marketing Research, 9 pp. 51-78.
Business Models for Value Co-Creation, Stephen L. Vargo, Robert F. Lusch, in
- Kaj Storbacka, Pennie Frow, Suvi Nenonen, Adrian Payne, (2012). Designing
Marketing, Vol. 33 No. 9/10, pp. 958-73.
- Johns, N. (1999), "What is this thing called service?", European Journal of
Marketing, Vol. 33 No. 9/10, pp. 958-73.
- Johns, N. (1999), "What is this thing called service?", European Journal of
HBR2015.
- How Indra Nooyi Turned Design Thinking Into Strategy - Indra Nooyi interview
- Harvard Business Review, 84, 93-101.
European Business Review, 20(4), 298-314.
- Grönroos, C. (2008). Service logic revisited: who creates value? And who cocreates?
20(2), 121-134.
The missing link in service design research? Journal of Operations Management,
- Goldstein, S. M., Johnston, R., Duffy, J., & Rao, J. (2002). The service concept:
Management, 7 (4), 407-27.
Bridging the 'Front Stage' and 'Back Stage'. Information Systems and E-Business
- Glushko, Robert J. and Lindsay Tabas (2009). Designing Service Systems by
Systems. Journal of Service Research, 16 (1), 21-38.
Interaction: A Framework for Personalization in Service Encounters and Service
- Glushko, R. J. and Nomorosa, K. J. (2013). Substituting Information for
P., Kieliszewski, C, & Spohrer, J. (Eds.), Handbook of Service Science, 219-249.
- Glushko, R. J. (2010). Seven Contexts for Service System Design, in Maglio, P.
Business Review (April): 70-80.
- Frei, F. X. (2008). The four things a service business must get right. Harvard
- Frei, F. X. (2006). Breaking the trade-off between efficiency and service.
and reconceptualisation, 2010, Journal of Service Management, (21), 4, 441-459.
- Fredrik Nordin and Christian Kowalkowski, Solutions offerings: A critical review
Measurement of Service Quality, Journal of Marketing, 58, pp. 125-131.
Reconciling Performance-Based and Perceptions-Minus-Expectations
- Cronin, J.J. and Taylor, S.A. (1994). SERVPERF Versus SERVQUAL -
Performance Computing and Communications.
utilities. Proceedings of the 10th IEEE International Conference on High
computing: Vision, hype, and reality for delivering IT services as computing
- Buyya, R., Yeo, C.S. and Venugopal, S. (2008). Market-oriented cloud
Spring, 5-21.
- Buchanan, R. 1992. Wicked problems in design thinking. Design Issues, 8(2):
- Boynton (2011). Are You an "I" or" T"? Forbes Magasin. US
(3), 66-94.
Practical Technique for Service Innovation. California Management Review 50
- Bitner, M. J., A. L. Ostrom, and F. Morgan. 2008. Service Blueprinting: A
Customers and Employees, Journal of Marketing 56 (2), 57-71.
- Bitner, M. J. (1992). Servicescapes: The Impact of Physical Surroundings on
Management Review, Vol. 47, No. 2.
- Berry, L. et al. (2006). Creating New Markets Through Service Innovation, Sloan
45.
and the Extended Service Encounter, Journal of Consumer Research, 20(1), 24-
- Arnould, E. J. and Price, L. L. (1993). River Magic: Extraordinary Experience
Business Review, Vol. 83 No. 10, pp. 131-45.
- Allmendinger, G. (2005). Four strategies for the age of smart services. Harvard
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Technology Management
1. Identifying and interpreting the source and dynamics of technological innovation with special focus on the Open Innovation Paradigm.
2. Analyzing and appraising Open Innovation practices and their impact on technology innovation
3. Identifying the market for innovation and its competitive dynamics.
4. Analyzing and appraising the competitive mechanism of the technology innovation market
5. Defining and discussing methodologies for capturing the value of the innovation through a business model.
6. Characterizing and designing business model patterns
1. What is innovation
2. The Closed Innovation Paradigm
3. The Open Innovation Paradigm
4. Types of Open Innovation Practices
5. Crowdsourcing
6. Cases of Open Innovation and Crowdsourcing
7. The market for Innovation
8. Standard battles and dominant technologies
9. Timing and entry
10. First mover advantage and disadvantages
11. The market of innovation - Cases
12. Introduction to innovative business models
13. Innovative business models
13.1 Multi-sided platforms business models
13.2 The long tail business models
13.3 Crowdsourcing and open innovation business models
13.4 Free as business models
13.5 Less-is-more business models - Cases
14. Disruptive innovation business models
15. Cases
1) Continuous assessment
It is achieved through a written test, and by case studies evaluation and resolution, as follows:
-Attendance>=80%
-Assessment of the students' teamwork (4 to 6 students) concerning the case studies resolution (Minimum Grade 8,5 val) 35%
-Individual assessment through a written test (Minimum Grade 8,5 Val) 65%
2) End-of-term indiv. written exam, for students who failed by 1)
Pass: 10 out of 20
Title: Keith Goffin and Rick Mitchell, Innovation Management: Effective strategy and implementation, Nov 15, 2016
Adam J. Bock and Gerard George, The Business Model Book: Design, build and adapt business ideas that drive business growth, Dec 10, 2017
Afuah, A., 2014. Business Model Innovation: Concepts, Analysis, and Cases. Routledge.
Schilling, M.A., 2010. Strategic management of technological innovation. Tata McGraw-Hill Education.
G. Perrone, Slides of the course
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Title: Mazzola, E., G. Perrone, and D. S. Kamuriwo, 2015. Network embedd- edness and new product development in the biopharmaceutical industry: The moderating role of open innovation flow. International Journal of Production Economics 160 (2): 106-19.
Mazzola, E., Bruccoleri, M. and Perrone, G. (2012) 'The effect of inbound, outbound and coupled innovation on performance', International Journal of Innovation Management, Vol. 16, No. 6, pp.1240008-35.
Magretta J., 2002. Why Business Models Matter, HBR;
Laursen, K. and Salter, A., 2006. 'Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms', Strategic Management Journal, Vol. 27, No. 2, pp.131-150.
Innovation Tatics, Platform business model [part 1]: the most revolutionary business model right now.
Hagel III J and Singer M., 1999. Unbundling the Corporation, HBR;
Gassmann, O., Enkel, E. and Chesbrough, H., 2010. 'The future of open innovation', R&D Management, Vol. 40, No. 3, pp.213-221.
Christensen Clayton M., 1997. The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, Harvard Business School Press;
Christensen C. M. et al., 2015. What is disruptive innovation, HBR;
Chiaroni, D., Chiesa, V. and Frattini, F., 2010. 'Un-ravelling the process from closed to open innovation: evidence from mature, asset-intensive industries', R&D Management, Vol. 40, No. 3, pp.222-245.
Chesbrough, H., 2003. Open Innovation: The New Imperative for Creating and Profiting from Technology, Harvard Business School Press, Boston.
Anderson, C., 2006. The Long Tail, Summeries.com;
Anderson C., 2008. FREE! WHY $0.00 IS THE FUTURE OF BUSINESS, Wired.
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Research Seminar in Management of Services and Technology
LG1. Define a research problem and research problem and research objectives and select appropriate research methods
LG2. Formulate research hypothesis and select and relevant research variables aimed at hypothesis testing
LG3. Conduct literature searches in order to maximize relevance and reliability
LG4. Write a research project using a scientific style
PC1. Introduction: diferences between scientific and common sense knowledge
PC2. Major research processes
Research phases
Literature review
Problem formulation
Defining research objectives
Conceptualizing variables and their relations
PC3. Data gathering
Data gathering techniques
Secondary information analysis
Doing research in organizational settings
PC4. Report organization and writing
- Class Participation: 20%
- Project: 80%
The minimum passing grade is 10.
Title: Privitera, Gregory (2019) Research Methods for the Behavioral Sciences, SAGE, 3rd edition.
Gravetter, Frederick J. & Forzano, Lori-Ann (2022) - Research Methods for the Behavioral Sciences, Cengage Learning, 6th Edition.
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Title: Thomas, Gary (2016) How to do your case study, SAGE, 2th Edition
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Dissertation in Management of Services and Technology
1. Define a scientific problem and its relevance.
2. Define research goals and possible hypotheses;
3. Produce a literature review supporting the dissertation main problem
4. Apply the methodologies more suitable to data collection and analysis;
5. Critical reflexion sustained on theoretical frameworks and empirical results.
1. Writing the introduction and abstract
2. Definition of a research problem
3. Definition of research goals
4. Literature review
5. Defining hypothesis
6. Data collection methods
7. Data analysis methods
8. Writing conclusions and defining new research paths
- Written report
- Oral presentation with the synthesis of the thesis followed by a public defence with a jury.
Title: - Fisher, C. (2007). Researching and writing a dissertation: A guidebook for business students. Essex: Prentice Hall
- Bryman, A. (2003). Business Research Methods. Oxford: Oxford University Press
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Title: - Pidd, M. (2003). Tools for thinking: Modelling in Mangement Science. West Sussex: Wiley.
- Gummesson, E. (1991). Qualitative Methods in Management Research. London: Sage Publications.
- Ellet, W. (2007). The case study handbook. USA: Harvard Business Press.
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Business Problem in Management of Services and Technology
1. Diagnose a organizational environment and internal problem that needs a management intervention.
2. Produce a literature review supporting an applied project;
3. Define the project phases
4. Define the ways of supporting the implementation of the project and its evaluation.
1. Brief organisational diagnosis
2. Diagnosis of organizational environment and of a specific organizational problem
3. Applied literature review
4. Project cost / benefit analysis to organisations
5. Definition of a intervention project or synthesis of a case and possible solutions
6. Evaluation of impacts and possibilities of control of results
- Written report
- Oral presentation with the synthesis of the project followed by a public defence with a jury.
Title: - Meredith, J. R. & Mantel, S. J. (2006). Project Management: A managerial approach. New Jersey: John Wiley
- Kerkner, H. (2006). Project Management: A systems approach to planning, schedulling, and controlling. New Jersey: John Wiley
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Title: - Kilmann, R. H et al (1994). Producing useful knowledge for organizations. San Francisco: Jossey-Bass.
- Burton, C. & Michael, N.. (1993). A pratical guide to project management. London: Kogan Page.
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Objectives
To pursue a modern view that positions both operations and innovation at the core of the generation of competitive advantage, by developing the business in an integrated holistic way that includes cooperative processes of collective learning that is supported by innovative collaborative alliances targeting a co-creation of value that might call for a reformulation of the product-service relationship.
To be able to independently design, deploy, operate and improve complex interdisciplinary production systems that are leveraged by the technology and that integrate people, materials and financial resources targeting making available quality goods and services in a flexible and efficient way, in such conditions that satisfy the social needs and, in a sustainable, entrepreneur and proactive, but also a reliable and ethical way.
Learning Goal 1: Display effective written communication skills
Students will be able to produce a well structured written document
Students will clearly identify and communicate the relevant key messages within a written document
Students will be able to clearly express the link between theoretical arguments and specific practical issues
Students will be able to effectively summarize ideas and conclusions
Learning Goal 2: Display effective oral communication skills
Students will be able to select the appropriate format for a given presentation
Students will be able to develop and make effective presentations
Students will demonstrate confidence that the communication was wellprepared
Learning Goal 3: Develop critical thinking skills
Students will be able to select and interpret relevant data and references from academic and non-academic sources
Students will be able to identify and rationally debate ethical issues in business and management
Students will be able to analyze issues effectively, leading to the formulation of well-supported conclusions or solutions
Learning Goal 4: Demonstrate broad updated knowledge of sustainable operations and innovation as the thrust of competitive advantage
Students will be able to understand and use modern concepts, theoretical frameworks, tools, methodologies, formulas or best practices from either management, operations or industrial engineering
Students will be able to discuss and draw innovative business scenarios supported either by scientific research, technology transfer or best management practices, in order to change operations
Students will demonstrate the ability to develop an integrated and holistic view of new knowledge in marketing, operations, innovation or technology in the management or industrial engineering contexts
Learning Goal 5: Be effective at designing or improving operations systems that target specific strategic needs
Students will be able to recall, describe, apply and contrast concepts or theories in order to prepare and establish new business models that might promote learning, co-creation, co-optician or servitization, as well as relevant attitudes and values to adaptiveness, cooperation, and collective views
Students will be able to summarise and extend first cycle knowledge, in order to characterize and organize either modern, integrated, networked, adaptive or cooperative operations that are adequate
Students will be able to discuss, assess and select options for strategic alignment, using either qualitative or quantitative tools or methods, in a proactive, independent, rigorous and systematic way
Accreditations